Power point presentation

Unit of Competence: Work in

Team Environment

Module Title: Working in Team

Environment

LG Code: EIS BEI2 M12LO1-LO-O3

TTLM Code: EIS BEI2 M12 TTLM

2021v1
Information Sheet-1
LO1: Describe team role and scope

Identification of role and responsibilities of

team from organizational structure
Introduction
 Do you consider yourself a team player?
 Do you work alone often and very rarely seek help or
give advice to others?
Many people prefer working alone and thus they never
gain any additional knowledge from the experience
of others. When you work in a team environment you
have the opportunity to learn and help others. When
working in a team environment, people will have
different opinions & ideas. You must be willing to
express your own ideas while listening and accepting
others ideas in a respectful manner.
Cont…
 If you immediately shoot down a person’s idea
because you feel it is “a stupid idea” or ‘does not
sense” then you are not being a team player. There
are different roles that those working in a team
environment one must understand what their role
is. If everyone is doing the same job or trying to be
the” leader” little will get accomplished.
 There are specific names for those working in a
group dynamic such as, the “specialist” a team
member who has the majority of the knowledge in
a given subject. When working in a team
environment, it is important to be willing to listen
to people and open to new ideas
 Build trust:- Trust is the basic tenant for all
Ways to create a positive work environment

relationship, so building an environment of

trust is one of the most important things you
can do to create a positive work environment
even when dealing with uncomfortable
situations.
 If you are honest and up front it will make
things easier for everyone, what you say and
what do represent who you are. Even if they
do not like what you are saying, if you say it
honestly.
 Communicate
In positively
order to create &openly:-
a positive work environment each
employee needs to feel valued one important aspect
of communicating openly is to meet with your
colleagues and discuss your organizational
philosophy, values, mission, a goals, ask for their
ideas and thoughts on how they individually and as a
team.
 After your colleagues has shared their ideas, take
time to share your own vision of how you see
everyone working together as a circle in which
everyone is equal and on the same level, rather than
a pyramid where supervisors and administrative are
at the top and the staff is at the bottom.
Everyone is equal because every job is equally
important in fulfilling the mission of the organization.
Expect the best from your
colleagues/staff: - called the self fulfilling
There is a concept
prophecy (forecast).
 Which state that people generally will
perform in the way others expect them to
perform, so if you have high expectations for
your colleagues/staff, treat them as if they are
capable, (competent) people expect then to
function as such, they will risk to the occasion
(event)and be the excellent employees you
see them to be.
Create team spirit
 One of our basic human needs is to feel we belong to
something bigger than ourselves and for many people
that need is met by being part of a supportive
workgroup to faster, this team feeling you must convey
to the entire staff that very person plays an important
role.
Encourage an attitude of cooperation rather than
competition, when you create team spirit and identity,
staff members will see themselves as a group of people
all working for common goal, rather than a bunch
(group) of individuals completing with each other.
 An important aspect of creating team spirit is
demonstrating that you are open to communicate from
everyone, including resident’s families and staff, team
spirit is known as skill appreciation.
Important aspects and families are:-
 Ability to create well with residents (people).
 Accuracy with med distribution.
 Ability to detect skin changes on abed ridden
residents (people).
 Having a positive attitude and kind for
everyone.
Giving recognition and appreciation:-
Whenever you can catch people being good
and make sure they &others know about it.
Give recognition and appreciation to
everyone at every opportunity.
Cont….
 Giving credit and take responsibility:- Always give
credit for success to your staff and take responsibility
when things do not go well. As the boss it is your job to
make sure your staff is well trained, capable and
competent.
Be approachable:- Always present an attitude of
approachability to your staff and customers, always be
prepared to listen to whatever they want to share with
you and validate what you have heard.
Provide a positive physical environment:- If at all
possible insure that the physical environment. On your on
your workplace is clean, bright, attractive and cheerful
(smailing).
 Make sure it has as much natural light as possible and
that each staff member has room for their own personal
space.
Cont….
 Make staff evaluations a positive experience: -
One of the most important duties of a boss is to give
staff evaluations. This should be a positive experience
for your staff members and is greater opportunity for
you to praise them for their cooperative spirit and all
their efforts in doing an excellent job.
 Make it fun: - Everyone wants to be where people
are having fun, so make your workplace feel happy
and festive find reasons to celebrate together, such
as
 Birthdays, birth of a baby or grandchild,
 Moving into a new house and

 Having small parties to celebrate these

events;
Cont…
 The role structure of the team determines the content and
distribution of different roles within the team.
 The knowledge and ability to use the structure of roles within
the team is a strong and efficient instrument of human
resource management in the project team.
 There are three major types of roles we can see in the team:
creative roles, communicative roles, and behavioral roles.
Normally each member of the team has some of each of the
three types.
 The creative role of a team member characterizes his or her
active position in the problem solving process, search for
alternatives, and other actions assuming a certain level of
creativity.
 The communicative role characterizes the position of a team
member in the overall communication structure of the project.
 The behavioral role shows the typical model of a team
member’s behavior during the course of project development.
Understand knowledge of team structure & team
roles
Knowledge of Team structure
 People working together in a team usually see their teammates as "being
on their side".
 Placing people in the same team generates collaboration, knowledge
sharing and skills transfer
 Building a good, effective team is vital - team structure will influence the
way the team behaves. Aim to create a collaborative team, where
individuals share knowledge, co-operate, support each other and are
motivated to achieve the team's goals.
 Interaction between team members is the best way to get a balanced view
of all perspectives, e.g. business needs, practicality, technical feasibility,
efficiency, performance.
 The understanding, knowledge, and capabilities of people working in other
teams are rarely exploited (performed) to the full.
 People working in other teams are often viewed as a nuisance (irritation) -
they interfere with our team's progress.
 According to the complexity theory, putting a large number of people into a
single team creates more interplay than progress.
1.1 Role and objective of team
Team role:-Belibin’s team role description :- team roles are
may be :
Doing/ acting.
 Implementer: - Well organized predictable, take basic ideas and make
them work in practice, example- can be slow
 Shaper: - A lot of energy and action, challenging others to move
forwards. Example –can be incentive.
 Completer/finisher: - Reliability sees things through to the end, ironing
out the wrinkles and ensuring everything work well. Example- can worry
too much and not trust others.
 Thinking/problem solving:- Solves difficult problems with original and
creative ideas. Example- can be poor communicators & may ignore the
details.
 Monitor/evaluator:- See the big pictures, thinks carefully and
accurately about things. Example- may lack of energy or ability to inspire
others.
 Specialist:- Has experts, knowledge/skills in a key areas and will solve
many problems here. Example- can be disinterested in all other areas.
Cont…
Team worker:- cares for individuals and the team good
listener and works to resolve social problems.
Resource/ investigator:- Explores new idea and
possibilities with energy and with others good networker.
Example- can be too optimistic & lose energy after the
initial flush.
Coordinator:- Respected leader who help everyone focus
on their task. Example- can be see as excessively
controlling.
What are team objectives? Are the specific goals that
the team will accomplish in a fixed amount of time. These
objectives flow from the team’s purpose. Each one moves
you towards your vision. Team objectives support the
team’s vision and purpose.
What are the team objectives important? Team objectives
are the basic of the team’s planned work. Team objectives
provide the basis for talent and resource planning.
Ways to develop team objectives
Team goals should be developed through a
group process of team interaction and
agreement, example- focused team workshop.
 There are five ways to develop team
objectives:
By sharing ideas and thoughts
Using materials effectively
Using appropriate language
Using further information
Contracting with the concerned body
 Work activities in a team environment with enterprise
or specific sector
 Structure-based team roles make logical connections and seek to
establish what is true or 'correct'. They then introduce structure and
organization based on what they have found to be true or correct.
 Conductors introduce structure into the outer world of people and
things, identifying the correct way to do things and ensuring things
happen in an organized fashion.
 When presented with a new situation, they will determine the correct
process that needs to be used to deal with it, and then implement that
process.
 Scientists introduce structure into the inner world of ideas and
information, forming explanations of how things work based on what
they have found to be true.
 Scientists seek to understand the full complexity of new situations,
analyzing them and developing mental models to demonstrate the
relationship between cause and effect.
 Value-based team roles seek to create harmony (agreement) and assign
importance so that things 'feel right'. Coaches seek to build harmony in
the outer world of people, things and situations.
Cont…
They try to build harmony, forge agreements
and build team spirit.
When presented with a new situation, they
will try to overcome the conflict that exists and
find a consensus amongst those involved, in
which everyone feels involved. Crusaders
build harmony in the inner world of ideas and
information, which means that they ensure
important ideas are given due attention.
When presented with a new situation, they
identify those ideas or information that has the
greatest value and stresses what is important.
Types of sources of information
 An information source is a source of information for somebody,
i.e. anything that might be informs a person about something
or provides knowledge to somebody. Information source may
be observation, people, documents, pictures, organizations i.e.
they may be primary, secondary and tertiary sources.
Work procedures: - work procedures are a step by step
description of how some job function is to be done.
Job procedures:- Established work procedures have proven to
be beneficial in many ways, job procedures are also a step by
step description of how to processed, from start to finish in
performing a task properly.
Organizational personnel:- There is no technical link
between personnel administration and organizational
management tables. In this case you have to set up the
sequential elements of the organizational personnel structure
in the personnel administration customizing tables.
Cont…
Client instructions: - Understanding your
reading: there so many bad reading habits,
such as:
poor decoding,
poor influence, or example
Guessing,
No thinking about what the sentence mean,
example of client instructions: read this
important note before proceeding (giving
homework and assignment).
Cont…
Quality standard:- It clarifies what should be in place
in centers while allowing local flexibility in the way
stakeholders choose to achieve standards. Are the
cores, as they inform the other key aspects of the
framework?
Environmental Standards:-Is a police guideline that
regulates the effort of human activity up on the
environment. Environmental standards area set of
quality conditions that are adhered or maintained for
a particular environmental components and function.
Team parameters:- Reporting relationships and
responsibilities are source of information, role and
scope of team members (individual as well as group
teams).
Techniques of working operation in a team to complete
work place activity
At this stage, having decided on the route forward,
the team members start putting their ideas into
action. The desire is to move forward, make progress
and act. They push towards their goals and ensure
that they are moving forward by reviewing their
progress. This stage involves setting timescales, and
committing to them, considering the impact of the
project in the short and long-term and responding and
adapting to challenges as the project develops.
Key processes in this stage include:
• Building up a project plan
• Reviewing/adapting the plan
• Assigning responsibility
• Monitoring progress against goals
Information Sheet-2

Identification of team parameters, reporting

relationship and responsibilities
Understanding of duties and responsibilities
of work group to promote cooperation
It is important to provide the work group with a clear
definition and understanding of their role, function,
and responsibilities in the workplace.
 This will provide them with a good understanding of
the job and tasks they are to perform as an individual
and within any teams they are a part of.
It also provides information on where they fit within
the organization and whom they report to, helping to
avoid disputes and misunderstandings over authority.
Cont…
Duties and responsibilities documents
may include
job description and employment arrangements
organization’s policy relevant to work role
organizational structures
supervision and accountability requirements
including OHS
Code of conduct
The work group of any team may include:
Supervisor or manager, peers/work
colleagues .
other members of the organization
Problem solving techniques through liaising with workgroup

 Disagreements and differences of opinion in the workplace should not

escalate in to personal conflict.
 Intervention (separation of two conflictors) is critical if this occurs to
resolve (find solution) the conflict as soon as possible. Some actions
which can be taken to resolve conflicts are:
 Do not avoid the conflict, hoping it will go away.
 Even if the conflict appears to have been superficially (on the serface )
put to rest, it will rear its ugly head whenever stress increases or a new
disagreement occurs.
 An unresolved conflict or interpersonal disagreement festers (making
the conflict vary hard) just under the surface in the work environment.
 Talk to the people involved in the conflict and to your supervisor.
Sometimes mediation is required so that all employees are listened to
and involved in the resolution.
 Everyone in your office and every employee, with whom the conflicting
employees interact, is affected by the stress when a conflict occurs.
 This contributes to the creation of a hostile (un friendly) work
environment for other employees.
Techniques of developing communication skills
to receive feedback
Some studies have shown that job failures can be due to
personality clash ratherthan lack of job knowledge, skill
or competence.
The skills required to develop positive working relationships
include
 Open communication
 Negotiation for a “win-win” situation rather than a “win-lose” result
 Trust and respect
 Acknowledgment of individual differences
 Effective listening
 Focus on controlling or changing yourself rather than trying to
control or change others
 Giving everyone fair opportunity to contribute and express their
concerns and issues
 Genuine appreciation of others, rather than criticism or blame
 Understand the needs or others
 Respecting people of different ethnic
background & their culture

Individual Differences
It is essential that all team members demonstrate
sensitivity to colleagues who may be having
difficulty achieving their individual sub-goal
It could be due to personal issues, tress, and lack
of experience or exposure (coverage) to the topic,
just to name a few reasons. If your work load
permits, offer a helping hand.
Remember, this is a team objective; the most
important lesson here is communication within a
team environment and achieving team goals
LO2: Identify own role and responsibility within team

Information Sheet-1
Identification of individual role & responsibilities
within the team

Introduction
The individual’s role in team:- you cannot
have a team without first having a collection of
individuals. But a team is more than the sum of
its parts.
 Target audience
 Expected duration
 Lesson objectives
 Play well with others
Cont…
Select reasons why getting alone well with other team
members is important?
Although teams work together on a particular task with a
shared aim, individual members fulfill different functions
within team. Teams usually work best when there is:
 A leader
 An idea person
 People who get things to happen at the various
stages of the project.
 Someone to evaluate and improve processes
 Someone to make sure the final product is fit for
purpose.
 People who can lead negotiations and who attends to
the needs of individual members.
 What are the roles of individual in effective teams?
Shaper:- task oriented leadership
Plant;- winning idea or though
Monitor/evaluator- improving process
Completer/ finisher;- produce a quality
product
Implementer:- making it happy
Resource investigator:- accessing outside
knowledge.
Coordinator:- people oriented leadership.
Team worker:- keeping the team happy.
 Individual responsibilities in a team:
- For team achieving the desired project outcomes.
- Exhibit leadership by suggesting actions and raising tough issues.
Productivity help the team operate effectively throughout
the project.
 Roles — Generally, roles are the positions team members assume
or the parts that they play in a particular operation or process.
(For example, a role an individual might assume is that of
facilitator, or communications liaison).
 Responsibilities — On the other hand, responsibilities are the
specific tasks or duties that members are expected to complete as
a function of their roles. They are the specific activities or
obligations for which they are held accountable when they assume
—or are assigned to—a role on a project or team. (For example,
some of the responsibilities of a person in the role of team
facilitator might include making sure that meeting agendas reflect
feedback and input from all members, that the meetings start on
time and end on time, and that all members have opportunities to
contribute to discussions.)
Information Sheet-2
Recognition of roles and responsibilities of other team members

Work procedures & practices of individuals &

other team members
Procedures & practices of individual & other team members to
create effective team work include:
1. Create a common, shared (team) goal.
 There must be a central focus that the team is moving towards
and it must also include a strong task orientation that translates
into each person knowing how to move towards that goal.
2. Have measurable outcomes
 Team execution is usually more effective if you can measure
what the team produces. Standards of excellence should be
established so that the team understands what the target is and
ongoing measurement (milestones) towards the desired outcome
should also be implemented.
Cont…
3. Promote interdependency
 Each person needs to know what he or she is going to
contribute and also how what they contribute fits into the "big
picture". Discourage personal (individual) competition in favor
of the team's agenda and purpose.
4. Help the team to understand and appreciate differences
 Teamwork is an individual skill and each individual brings
unique talent, value, communication needs, strengths and
limitations to the team. Building an effective, unified team
requires each person first understands their own "style" and is
then able to recognize and appreciate the "styles" of others.
5. Make sure team members have the right skills
 Technical (hard) skills as well as interpersonal, problem
solving (soft) skills are equally important to the team's
success. Don't neglect one for the other. Discover where the
needs are and then provide the right training to meet those
skill needs.
Cont…
6. Train and then follow up on training
 Long-term retention of newly learned training skills requires ongoing
coaching and assistance from immediate supervisors and coaches.
Frequent inquiries into how recently trained team members are
progressing and feedback will help them continue practicing what they
have learned.
7. Spell out lines of communication
 It's important to know how to communicate with one another as well as
the "flow" of communication.
8. Continually stress the team's purpose
 It may seem simplistic, but frequently reminding team members of the
"what" and the "why" is critical to ensuring the vision and mission stay
fresh and that the team remains focused on the desired outcome. Revisit
the team's mission as well as the desired outcome often.
9. Provide detailed agendas for team meetings
 Meetings are not always the most effective or efficient use of the team’s
time, but if a meeting is necessary, makes sure it is structured so that the
time is well spent. Outcome agendas are particularly effective. More than
simply a list of items to be discussed, these will spell out exactly what
outcomes will occur during and following the meeting.
Cont…
10. Be a model
 People will respond according to the actions - not the words of their
leaders. If you want effective teamwork, model it first and foremost.
Performance advisor and author, Darcy Hitchcock, puts it this way:
"employees are professional 'boss watchers'. That is, what managers say
means nothing unless their actions model what they say?" Leading is the
act of influencing others to act, which is difficult if you have one set of
standards for yourself and another for everybody else.
Understand of individual & other team
member’s role and responsibilities
A. Coach
 Coachestry to create harmony in the world around them, by building
rapport with people, creating a positive team atmosphere, looking after
people's welfare, motivating people and/or providing a service to the
satisfaction of others.
 They value people's contributions, seek to develop the role that others
play, and invest a lot of effort in building positive relationships.
 They try to overcome differences of opinion and find ways in which the
team can agree.
 Cont…
B. Crusader (tagay)
Crusaders give importance to particular thoughts, ideas, or
beliefs.
They are value driven, and in a team discussion they often bring
a sense of priority that is derived from their strong convictions.
They seize upon and emphasize ideas or thoughts that have the
greatest import, bringing them to the fore and stressing their
significance. They assess the inherent value or importance of
new ideas, focusing on those about which they feel most strongly.
C. Explorer
Explorers promote exploration of new and better ways of doing
things, to uncover hidden potential in people, things or
situations. They break new ground, and are often looking one
step beyond the current situation to pursue unexplored avenues,
until all the possibilities have been exhausted.
Explorers often challenge the status quo and experiment with the
introduction of change, to see if the situation can be improved or
new potential uncovered.
Cont…
D. Innovator
 Innovators use their imagination to create new and different
ideas and perspectives. They observe the world around them,
and then use their imaginations to consider what they have
observed from a number of different perspectives, and dream up
new ideas and insights. Innovators often produce radical
solutions to problems, develop long-term vision and demonstrate
an apparent understanding of what cannot be clearly known.
E. Sculptor (kirtsakirts serategna)
 Sculptors bring things to fruition (to get that they need item) by
getting things done, and getting them done now! They are very
action-oriented, dealing with whatever tasks the current
situation presents, and spurring others into action as well. They
make use of their experience and utilize tools or processes of
which they already have knowledge. They try to have an
immediate impact on things, injecting a sense of urgency, and
aiming to achieve clear goals and tangible results.
Cont…
F. Curator (dean)
 Curators bring clarity to the inner world of information, ideas
and understanding. They listen, ask questions and absorb
information, so that in their mind's eye they can achieve as clear
a picture or understanding as is possible. They expand their
knowledge and collection of experiences, and also look to the
future by envisaging clear goals and clear pathways to
achievement of those goals. The focus on clarity also brings
greater attention to detail.

G. Conductor
 Conductors introduce organization and a logical structure into
the way things are done. They organize and systematize the
world around them, establishing appropriate plans, identifying
and implementing the correct procedures, and then endeavoring
to make sure they are followed. They try to ensure that roles and
responsibilities are properly defined and that appropriate
resources or skills are available to undertake the work assigned.
Cont…
H. Scientist
Scientists provide explanation of how and why
things happen. They bring structure and
organization into the inner world of ideas and
understanding. They analyze things, formulating
hypotheses and explanations of how they
function, and gather evidence to assess how
true those explanations are. They produce
mental models that replicate how particular
 Information Sheet-3
Identifying and reporting relationships within team and
external to team
Techniques & practice of reporting relationships within team and
external to team
 A team leader or team lead is someone who provides guidance,
instruction, direction and leadership to a group of other individuals (the
team) for the purpose of achieving a key result or group of aligned
results. The team led reports to a project manager (overseeing several
teams). The team leader monitors the quantitative and qualitative result
that is to be achieved. The leader works with the team membership.
 The team membership may not directly report or answer to the team
leader, (who is very often a senior member of the organization but may
or may not be a manager) but would be expected to provide support to
the team leader and other team members in achieving the team's goals.
A good team leader listens constructively to the membership and to the
customer(s) of the results that the team is charged with delivering.
1.Some of the
Prepare roles/responsibilities
reports of a teamofleader
and maintain records work are as follows:
accomplishments and administrative information, as required,
and coordinate the preparation, presentation, and
communication of work-related information to the supervisor.
2. Report to the supervisor periodically on team and individual
work accomplishments, problems, progress in mastering
tasks and work processes, and individual and team training
needs.
3. Intercede (closed) with the supervisor on behalf of the team
to inform the supervisor of performance management
issues/problems and to recommend/request related actions,
such as assignments, reassignments, promotions, tour of duty
changes, peer reviews, and performance appraisals.
4. Coach, facilitate, solve work problems, and participate in the
work of the team
5. Observe training needs and relay training needs and
requests to supervisor
What is a Report?

The term report indicates a document with

weight and authority. It conveys the
impression to the reader of being well
researched, carefully thought out, balanced,
objective and impartial. It has a clear
purpose, is organized systematically and
targets a specific audience. The size of
reports varies depending on the subject
matter they are intended to address.
Why

are reports written?
Gone are the days when businesses or departments were
small enough for decisions to be taken after a discussion
between the manager and a specialist. Companies and
organizations have expanded and now are increasingly
dependent on documentation. This provides a record of
decisions taken, and evidence that the issues have been
analyzed.
One of the main advantages of a report is that it allows
recipients (method) the opportunity to study the contents
and share the material with others. They can benefit
from the advice of colleagues and have all the relevant
information together at the same time. Unlike with
verbal communications, the scope for misunderstanding
is minimized by this process, especially when complex or
technical issues are involved.
 Reports fall broadly in to five main types:
1. For the record
This type of report is similar to the minutes of a meeting,
whose purpose is to record the main points of discussion
and any decisions reached. Professional people dealing
with clients file reports for the case file, as a record of their
contact and of the main issues discussed. It is permanently
available for future reference and consultation by other
colleagues should they leave or be temporarily unavailable.
2. To provide information
Progress reports may be requested at specified intervals to
keep managers and other interested parties apprised of the
progress of a project. The primary purpose may be to keep
people “in the picture” about what is going on. This has
many advantages: it heads off criticism, helps to maintain
staff interest and motivation, and can become an
investment for the future if you run in to difficulties and
need further help.
 Cont…
3. To help solve a problem
 Some reports are compiled to address a particular question or
problem that has arisen which requires a carefully crafted response.
Normally such reports are initiated by setting out clearly the “terms of
reference”. This will determine the structure and type of report
required. This type of report is straightforward to prepare and might
be fairly short.
4. To influence or persuade and attract publicity
 Some reports written by pressure groups or commercial bodies are
designed to generate the maximum amount of publicity for a product
or cause. A professional survey which produces startling results will
be of interest to the media who will consider it newsworthy

5. To assist the decision-making process

 Public bodies frequently commission reports to seek advice from the
officials of the authority on dealing with particular problems and
issues. In Local Government a committee might ask its officials to
consider and evaluate a whole range of options relating to a
controversial issue for the community.
LO3: Work as a team members
Information Sheet-1
Using effective and appropriate forms of
communications and undertaking
interactions with team members
Introduction
Three main aspects of group (team) work are:-
Working as a team overview of why group work
is important
Stages in group development, forming,
storming, , performing
Roles in group’s important behaviors in
effective teams.
Cont…
The features of effective behaviors in effective teams:
 Combined group efforts of all members
 Group members focused on learning
 Mutual trust and support
 Open communications
 Democratic processes
Why work in team? There are several good reasons:
 It is good to develop work team skills as early as possible
 Research shows that we all learn effectively from each
other
 Teams are much more effective than individuals for work
on complex project
 Team work develops your interpersonal skills in coping
with conflict
Fires and emergencies:-
All employees should be familiarly with the
extension number of the guard station for the
building in which they work. In the events of
an emergency (injury, fire, crime) you should
call for the appropriate emergency service,
an emergency situation should be reported to
the concerned body as soon as possible.
 Information Sheet-2
Making effective and appropriate individual
contributions to complement team activities and
objectives
Understand forms of communications process
consistent with the culture of the work Place
 Interpersonal communication is the way we communicate with others.
It may be with another person, to a group of people or to the public. It
includes written, verbal and non-verbal communication.
Communicating with others, take into consideration:
 who you are talking to,
 the type of information to be communicated (for example; confidential,
good news/bad news, difficult technical information, instructions,
general daily information), and
 What the most appropriate type of communication to use is (for
example; verbal, email, memo, handover). This may be determined by
the type of information to be communicated.
Cont…
Cultural awareness
 To create a safe and culturally aware work environment.
 People come from a variety of backgrounds and cultures and
with them they bring a variety of different values, attitudes and
beliefs.
 When communicating with people from other backgrounds care
needs to be taken to ensure that cultural differences in both
verbal and nonverbal communication are considered.
 Professional development is provided to staff to assist in this
process.
Understand work place context
Work place context may include
a) work procedures and practices
b) conditions of work environments
c) legislation and industrial agreements
d) standard work practice including the storage, safe handling and
disposal of chemicals
 Information Sheet-3
Identification of reporting relationships within team
members
Techniques and external
of following to teamwork plan for the job
designated
Planning work
 Refine the work scope by identifying activities required to complete the
work.
 Personnel with the appropriate functional area expertise are used to plan
the work.
 Criteria are established for when team planning is required.
 Work is planned using previous work documents, documented work
history, existing knowledge and operating experience, lessons learned,
applicable standards and requirements, and manufacturer’s
recommendations.
 Identify and analyze the hazards with the work and the work
environment; analyze those including potential undesirable events (e.g.,
“what if” scenarios); and select controls necessary for the protection of
workers, the public, and the environment.
 Focus on eliminating or reducing the hazards; for any remaining hazards
use a hierarchy of controls (i.e., engineered controls first, administrative
controls second, and PPE last).
Cont…
 Identify the resources, including support organizations,
needed to perform the work and incorporate that
knowledge appropriately into work plans.
 Develop instructions necessary to complete work
activities safely and efficiently, including integration of
specific hazard controls. Identify and integrate into the
instructions applicable technical, safety (ES&H,
Radiation Protection, Safety Basis, etc.) and other
programmatic requirements (QA, Security, Emergency
Management, etc.).
 Establish acceptance or performance criteria necessary
to verify completion of the work.
 Work documents are written so they can be understood
and effectively used by those who perform the work.
 Work documents are reviewed for completeness.
 Standard operating procedures of protocols in reporting
How to Write a Standard Operating Procedure
1.Scope:
Project regarding common procedures, like: laboratory
compounds analysis, chemical acquisition procedures,
sample identification, biosafety certification, obtaining
ethics approval, sample collection, et cetera.
2. Objective:
This document describes how to write an SOP and
illustrates the format design and
Guidelines.
3.Procedure Description:
This procedure -How to Write a Standard Operating
Procedure- provides a rule to format and structure all
future SOPs.
Cont…
All SOPs must contain the following:
 Header/Footer
 Scope
 Objective
 Procedure
 Materials
 Equipment
 Documentation
 Safety
 Records
 Responsibilities
 Signatures
4.Process
5. Format
6. Responsibility
10 Q